For two weeks people around the globe were glued to their television and computer screens searching for updates about 12 boys and their 25-year-old soccer coach who were trapped deep inside a cave in Northern Thailand. Finally, on July 10, the story that captivated and stunned the world came to an end when the final members of the soccer team exited the cave alive and well.
Summertime is here! Chances are you have a much deserved vacation planned – either by taking a car trip to the closest beach or hopping on a plane to visit family. Taking time off to catch your breath, get some rest, and enjoy time with family and friends is essential for our health and well-being.
However, traveling and being away from home can create some challenges when it comes to self-care. Quality food is less accessible at gas station rest stops, sitting on a cramped plane can make our bodies feel stiff and achy, and spending hours in the car with children can be a combination of beautiful memory-making and pure agony.
“Resilience” is a new buzzword I’m seeing these days in a many different contexts. We need to develop “systems resilience” to deal with potential cyber attacks. We need more “resilient communities” to prepare for tragedy and the unexpected. The government is creating programs to help develop “family resilience” to better cope with the stresses of military life. And the military seeks to develop “resilient soldiers,” less susceptible to traumatic stress disorder, better prepared to positively respond to stress and change.
In September 2015 the Environmental Protection Agency made a discovery about VW cars being sold in the U.S. that was quickly dubbed the “diesel dupe”. It was a crisis that opened investigations worldwide into the legitimacy of its emissions testing. Furthermore, they recalled over 10 million cars, shares fell by about a third, many company leaders stepped down and they lost loyal customers.
Are people “born leaders” or can it be developed?
My observation is that leadership comes from upbringing, mentoring influences, and the demands of exigent circumstances. Historians have wondered if Presidents Washington, Lincoln, and F.D. Roosevelt would have gained such reputation and stature had they not faced extreme challenges and overcome them. Personal characteristics such as self-confidence, ability to maintain focus, and high social aptitude – among qualities that can often be found in leaders – are very likely developed from infancy.
What makes some mentorship pairings take off, quickly becoming transformative developmental relationships, while others simply wither
on the vine? This question often vexes mentoring program organizers. Even when a mentor and mentee appear ideally suited on paper, even when both claim real interest in the relationship, perhaps even sitting through a mentorship training session, some relationships never get off the blocks. Although most people report a preference for organically evolved (informal) mentorships, informally-developed relationships are less frequent. Organizations have learned that simply waiting for “nature to take its course,” for pairs to form informally, results in lower rates of employee mentorship. Therefore, more organizations attempt to launch mentorships through some formal strategy for pairing, training, and supporting mentor-mentee pairs. When a mentoring relationship has a formal “start date,” there are a few things effective mentors do to insure that those connections succeed.
Are people “born leaders” or can they be developed?
I definitely believe that leaders can and must be developed. Still there are certain personality characteristics that may help someone become an effective leader. People who are extreme introverts and find it uncomfortable around groups can become leaders, but it takes a greater effort. This is not unlike high performing athletes who may have better eyesight, height, strength, etc. as part of their physical makeup giving them an edge. Still, in both cases the individual has to devote both study and effort to continue to capitalize on those inherent advantages.
The National Sleep Foundation recommends how much sleep we need— from infants to the elderly. Some of the ranges for children and teens have changed over the years, but the standard seven to nine hours per night for adults (age 18-64) and seven to eight hours for adults 65+ stands firm. (Click HERE to view recommended sleep times by age.)
There is great “mileage” in failure as it from the moments where we experience setbacks that we may learn the most. Most people have been taught that failure is a bad thing, but in reality it can also be incredibly instructive. While it is essential to remember philosopher George Santayana’s adage, “Those who cannot remember the past are condemned to repeat it,” it is okay to make the error yourself sometimes — especially if you choose to learn from it.
First thing in the morning I don’t want to do too much thinking to get myself and my family out the door. I want to save that brain power for work. As much as possible I’ve tried to make my mornings run on autopilot by doing a few things the night before. This way I don’t have to scream across the house to tell my husband where the baby’s socks are or scramble around grabbing paperwork and other work items from my desk.
When we enter the workplace, many of us want to take ownership of our position and its inherent challenges. But any successful leader will tell you that working alone will get you nowhere. If you truly desire your personal success to be transformational and have a greater effect, then you need to be willing to work with others, develop a team, and share both the successes and failures.
These three concepts will help you understand how to develop collaboration within your organization. Making sure you and your colleagues “play nice with each other” and work toward a common goal is the best way to achieve a desired goal.
The Alamo fell after a 13-day siege March 6, 1836 — 182 years ago this month. All of the defenders were killed, though many historians believe that a few survived the fighting and were later executed on the order of General Santa Anna. These included Jim Bowie, William Travis, and Davy Crockett. The total number of Mexican casualties is unknown. Santa Anna claimed only 70 of his men were killed, but there are a number of accounts by other soldiers and inhabitants of the city that suggest over 400 were killed in the fighting. Susanna Dickinson (the wife of an Alamo defender), her infant daughter, as well as Colonel Travis’ slave Joe survived and were released by Santa Anna.
There are approximately 31.5 billion quarters circulating throughout our nation’s economy at last count, give or take several million. That is a lot of exposure for the person whose face appears on the “heads side.” Wouldn’t it be nice, even gratifying if our picture was on a quarter: A personal 25-cent bastion of immortality?
George Washington has held the place of honor since 1932. Today, among Americans, that name is almost cliché. Nationally, we are so accustomed to his generic description, “Father of Our Country” that we eclipse what the man, the icon, did to get on the quarter. Here’s a hint: You must be good before you become an icon. You must be extremely good, perhaps even sublime, to get on a quarter.
Diamond6 Wellness Calendar: January 2018
The National Football League recently held its annual rookie draft in Philadelphia. It was a life-changing opportunity for many young men. Only a handful of those selected in the draft will go on to have lengthy and successful NFL careers. Before the draft, teams looked at all the measurable factors of the potential draft picks, including height, weight, and speed. However, they also looked for intangibles, such as attitude, ability to respond to stressful situations, and work ethic.
When we think about successful leaders and organizations, there are key success factors that are identifiable and can help us predict business performance. There are also intangible factors that contribute to success and aren’t easily measured or apparent at a surface level. Responding to change falls into that second category. How we deal with and manage change is a key success factor in organizational performance. Nimble organizations and leaders that can pivot and adapt to change will have a positive impact and position themselves for success.
As you may have heard, at Diamond6 we are calling October “Walking Meeting Month.”
You have surely heard about the health benefits of walking meetings. I wrote about them briefly in my last article: Killer Chairs: The Sitting Prognosis. Getting up from our desks regularly throughout the day can have benefits for our weight, heart, blood pressure, and even blood sugar levels.
I am incredibly impatient and I like to see results….like yesterday. So, while all the studies on how walking will help prevent heart disease in 20+ years, those facts are not always effective motivation for me to step away from my email. Can you relate?
You have probably heard the phrase, “sitting is the new smoking”.
I have to admit, when I first read this sentence as a headline while doing research for an upcoming wellness presentation I thought, “Come on, is it really THAT bad?!”. My second thought was, “If it’s true, that is the most alarming and unhelpful piece of health information I have ever read!”.
We now live in a sitting society.
We sit, sometimes for hours, commuting to and from work every day, we sit at our desks, in meetings, at lunch and dinner. Heck, we’re mostly sitting when watching our kids play sports and perform recitals.
Since the mid-1990s numerous books and articles have been written on emotional intelligence (EQ) as a driver of individual and organizational success. Authors Daniel Goleman, Travis Bradberry, and Richard Boyatzis have all written on the key components of EQ and the positive impact it can have in our personal and professional lives. Goleman defines EQ as, “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” He emphasizes that IQ and technical competencies get us into the game; however, a high level of EQ elevates our ability to lead and manage organizations.
Nano Tools for Leaders® are fast, effective leadership tools that you can learn and start using in less than 15 minutes — with the potential to significantly impact your success as a leader and the engagement and productivity of the people you lead.
The Goal: Put the benefits of awe experiences to work for yourself and your team.
When you maintain a leadership role, it’s tempting to take charge all the time. But you have to know when to hand off responsibility to members of your team. Leaders know when to make decisions, but they also know when to trust others to make those decisions for them.
Being a leader is an important role, and we often feel tempted to fulfill and build up those expectations. But an often unrecognized quality of leadership is knowing when to shut up and step aside. Not everything needs your stamp of approval or your opinion, so here are four tips to help you identify that moment when you’re not needed.
